INVESTOR PRESENTATION

July 17, 2018

Creating a Leader in
Food, Health and Wellness
1
FORWARD-LOOKING STATEMENTS
Important Notice Regarding Forward-Looking Statements
This communication contains certain “forward-looking statements” within the meaning of the Securities Act of 1933 and the Securities Exchange Act of 1934, both as
amended by the Private Securities Litigation Reform Act of 1995. Statements that are not historical facts, including statements about the pending merger between Rite
Aid Corporation (“Rite Aid”) and Albertsons Companies, Inc. (“Albertsons”) and the transactions contemplated thereby, and the parties perspectives and expectations,
are forward looking statements. Such statements include, but are not limited to, statements regarding the benefits of the proposed merger, integration plans, expected
synergies and revenue opportunities, anticipated future financial and operating performance and results, including estimates for growth, the expected management
and governance of the combined company, and the expected timing of the transactions contemplated by the merger agreement. The words “expect,” “believe,”
“estimate,” “anticipate,” “intend,” “plan” and similar expressions indicate forward-looking statements. These forward-looking statements are not guarantees of future
performance and are subject to various risks and uncertainties, assumptions (including assumptions about general economic, market, industry and operational
factors), known or unknown, which could cause the actual results to vary materially from those indicated or anticipated. Such risks and uncertainties include, but are
not limited to, risks related to the expected timing and likelihood of completion of the pending merger, including the risk that the transaction may not close due to one or
more closing conditions to the transaction not being satisfied or waived, such as the remaining Ohio Department of Insurance regulatory approval not being obtained,
on a timely basis or otherwise, or that a governmental entity prohibited, delayed or refused to grant approval for the consummation of the transaction or required
certain conditions, limitations or restrictions in connection with such approvals, or that the required approval of the merger agreement by the stockholders of Rite Aid
was not obtained; the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement (including circumstances
requiring Rite Aid to pay Albertsons a termination fee pursuant to the merger agreement); the risk that there may be a material adverse change of Rite Aid or
Albertsons; risks related to disruption of management time from ongoing business operations due to the proposed transaction; the risk that any announcements
relating to the proposed transaction could have adverse effects on the market price of Rite Aid’s common stock, and the risk that the proposed transaction and its
announcement could have an adverse effect on the ability of Rite Aid to retain customers and retain and hire key personnel and maintain relationships with their
suppliers and customers and on their operating results and businesses generally; risks related to successfully integrating the businesses of the companies, which may
result in the combined company not operating as effectively and efficiently as expected; the risk that Albertsons is unable to achieve its guidance, the risk that the
combined company may be unable to achieve its guidance, its cost-cutting synergies, its incremental revenue opportunities or it may take longer or cost more than
expected to achieve those synergies and opportunities; the risk that the market may not value the combined company at a similar multiple to earnings as that applied
to the companies that Rite Aid and Albertsons believe should be comparable to the combined company, and risks associated with the financing of the proposed
transaction. A further list and description of risks and uncertainties can be found in Rite Aid’s Annual Report on Form 10-K for the fiscal year ended March 3, 2018 filed
with the Securities and Exchange Commission (“SEC”) and in the definitive proxy statement/prospectus that was filed with the SEC on June 25, 2018 in connection
with the proposed merger, and other documents that the parties may file or furnish with the SEC, which you are encouraged to read. Should one or more of these risks
or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those indicated or anticipated by such forward-
looking statements. Accordingly, you are cautioned not to place undue reliance on these forward-looking statements. Forward-looking statements relate only to the
date they were made, and Rite Aid undertakes no obligation to update forward-looking statements to reflect events or circumstances after the date they were made
except as required by law or applicable regulation. All information regarding Rite Aid assumes completion of Rite Aid’s previously announced transaction with
Walgreens Boots Alliance, Inc. There can be no assurance that the consummation of such transaction will be completed on a timely basis, if at all. For further
information on such transaction, see Rite Aid’s Form 8-K filed with the SEC on March 28, 2018.

Information contained in this presentation that is specific to Rite Aid or Albertsons, including financial information and guidance, was supplied solely by the company as
to which the information relates. Neither company independently verified the information supplied by the other company, and each company is solely responsible for
such information supplied.

2
ADDITIONAL DISCLOSURES
Additional Information and Where to Find It
In connection with the proposed merger involving Rite Aid and Albertsons, Rite Aid and Albertsons have prepared a registration statement on Form S-4 that included a
proxy statement/prospectus. The definitive proxy statement/prospectus was filed with the SEC on June 25, 2018. The registration statement has been declared effective
by the SEC. Rite Aid has mailed the definitive proxy statement/prospectus and a proxy card to each stockholder entitled to vote at the special meeting relating to the
proposed merger. Rite Aid and Albertsons also plan to file other relevant documents with the SEC regarding the proposed merger. INVESTORS ARE URGED TO READ
THE DEFINITIVE PROXY STATEMENT/PROSPECTUS, AS WELL AS OTHER DOCUMENTS FILED WITH THE SEC, BECAUSE THEY WILL CONTAIN IMPORTANT
INFORMATION. RITE AID’S EXISTING PUBLIC FILINGS WITH THE SEC SHOULD ALSO BE READ, INCLUDING THE RISK FACTORS CONTAINED THEREIN.

Investors and security holders may obtain copies of the Form S-4, including the proxy statement/prospectus, as well as other filings containing information about Rite Aid,
free of charge, from the SEC’s website (www.sec.gov). Investors and security holders may also obtain Rite Aid’s SEC filings in connection with the transaction, free of
charge, from Rite Aid’s website (www.RiteAid.com) under the link “Investor Relations” and then under the tab “SEC Filings,” or by directing a request to Rite Aid, Byron
Purcell, Attention: Senior Director, Treasury Services & Investor Relations. Copies of documents filed with the SEC by Albertsons will be made available, free of charge,
on the SEC’s website (www.sec.gov) and on Albertsons’ website at www.albertsonscompanies.com.

Non-Solicitation
This communication shall not constitute an offer to sell or the solicitation of an offer to sell or the solicitation of an offer to buy any securities, nor shall there be any sale of
securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction.
No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended.

Non-GAAP measures
This communication includes certain non-GAAP measures, including EBITDA (Earnings before interest, tax, depreciation, and amortization), Adjusted EBITDA and net
debt (collectively, the "Non-GAAP Measures"). These Non-GAAP Measures are performance measures that provide supplemental information that Albertsons and Rite Aid
believe are useful to analysts and investors to evaluate ongoing results of operations, when considered alongside other GAAP measures such as net income, operating
income and gross profit. These Non-GAAP Measures exclude the financial impact of items management does not consider in assessing the ongoing operating
performance of Albertsons, Rite Aid or the combined company, and thereby facilitate review of its operating performance on a period-to-period basis. Other companies
may have different capital structures or different lease terms, and comparability to the results of operations of Albertsons, Rite Aid or the combined company may be
impacted by the effects of acquisition accounting on its depreciation and amortization. As a result of the effects of these factors and factors specific to other companies,
Albertsons and Rite Aid believe these Non-GAAP measures provide helpful information to analysts and investors to facilitate a comparison of their operating performance
to that of other companies. A reconciliation of the Non-GAAP Measures to the most directly comparable GAAP financial measures are included at the end of this
communication. Additional information regarding these Non-GAAP measures are available in previously disclosed SEC filings of Albertsons, Albertsons Companies, LLC
and Rite Aid. The appearance of Non-GAAP Measures in this communication should not be construed as an inference that its future results will be unaffected by unusual
or non-recurring items. Except as otherwise noted herein, a reconciliation of Non-GAAP Measures has not been provided because such reconciliation could not be
produced without unreasonable effort.

3
TRANSACTION OVERVIEW

4
MERGER IS THE RIGHT COMBINATION AT THE RIGHT TIME
 Accelerates Rite Aid’s transformation and improves its ability to compete in a
consolidating and evolving marketplace
Enhanced − Increased scale and density, with an expected $83 billion in sales, improved
Competitive Position Adjusted EBITDA of $3.7 billion(1), diversified profits, reduced leverage and
enhanced strategic position in key markets
− Creates omni-channel ecosystem through integrated pharmacy, grocery and
PBM channels, enhancing ability to serve customers where, when and how
they want to shop

 Robust discussions with multiple third parties over an extended time period
around a range of strategic options for Rite Aid and considered Rite Aid’s
Thorough Review of strategic position as a standalone company
Strategic Options  Process included significant Board oversight and involvement
 Negotiating committee excluded Rite Aid Chairman and CEO
 No superior alternatives resulted from these efforts

 Rite Aid shareholders to own 28.0% - 29.6% stake in a larger combined company(2)
 Rite Aid shareholders’ stake in the combined company exceeds Rite Aid’s relative
Significant Upside for contribution, providing potential to deliver greater long-term value
Rite Aid Shareholders
 Significant additional value from $375 million in expected annual cost synergies
and $3.6 billion incremental annual revenue opportunities expected to be realized
by the end of February 2022(3)

(1) Includes expected full run-rate cost synergies of $375mm that Rite Aid and Albertsons believe can be realized by the end of February 2022, with an associated one-time cost of $400mm. Note this
does not include revenue opportunities.
(2) 29.6% if all shareholders elect stock or 28.0% plus approximately $200 million in cash if all shareholders elect combination of cash and stock.
(3) Associated one-time costs to achieve of $400 million for cost synergies and $300 million for revenue opportunities. 5
MOST ATTRACTIVE OPTION IN THE RANGE OF ALTERNATIVES CONSIDERED
 Rapidly evolving retail healthcare environment underscores need to accelerate Rite Aid’s
transformation
Standalone Company − Continued evolution in the marketplace with increased competition, drug reimbursement
Strategy rate pressure and market consolidation
− Risk of payor concentration and significant reliance on pharmacy
− Capital constraints imposed by Rite Aid’s leveraged balance sheet, even after store sale to
Walgreens Boots Alliance (WBA)
 Merger with WBA terminated after no clearance by FTC; completed alternative store sale
to WBA in March 2018
Potential Business  Explored combinations with an extensive list of potential partners
Combinations  No other credible bidder with a more compelling alternative emerged during either the
WBA or Albertsons processes
 No proposals received from any party in the five months following merger
announcement; break-up fee of $65 million not a significant impediment for interested
third parties
 Considered unsolicited offers for EnvisionRxOptions, which were deemed to not be in
the best interest of the company or shareholders
Strategy for − EnvisionRxOptions is a critical asset in advancing strategy to deliver cost effective
EnvisionRxOptions solutions to payors and providers
− Sale would undercut diversification efforts
− Would leave company with reduced growth opportunities and more exposed to retail
pharmacy

Conclusion: The transaction with Albertsons delivers superior value and

greater certainty for shareholders than other alternatives
6
MERGER TRACKS WITH EVOLVING HEALTHCARE STRATEGIES
Key Trends Other Industry Initiatives Albertsons Rite Aid Strategic Opportunities

Integrate pharmacy into

healthcare ecosystem  Use retail pharmacy to reduce healthcare costs


Engage with patients in Expand clinics and other value added services in
low cost settings Albertsons stores

Build density and scale to increase access in key


Leverage scale through markets through addition of 1,777 Albertsons
horizontal acquisitions pharmacies, attract narrow networks and
reduce operating costs

Drive customers to stores, focus on overlapping

Converge with retail
Co-Branded Rx Plan (PDP)
 populations and develop value-added services in
convenient formats

Reduce costs through

vertical integration  Improve clinical outcomes and reduce healthcare
costs through PBM

Expand online Expand ecommerce offering through home

pharmacy channel  delivery and Instacart

7
 MERGER ACCELERATES RITE AID’S STRATEGIC AND FINANCIAL
TRANSFORMATION

1 2 3
Increased …Solidifies
…New Levers
Geographic Financial
for Growth…
Presence… Strength
 Convenience and  Leverage strength and  Strong cash flow for
format choice for capabilities of both future investment …to the leader in
The #3 drug store customers companies Food, Health &
player with ~2,530  Diversifies revenue Wellness with
counters(1)…  Leading position  New customer lives and profit streams 4,310 counters
in key markets
 Transforms front end  Substantial synergy
opportunity
 Access new markets

Creates compelling value for our customers

and our shareholders

(1) Based on number of locations as of June 2, 2018.

8
 REIMBURSEMENT RATE PRESSURE IS IMPACTING EBITDA
($ in millions)
$0
 Reimbursement rates have ($2.1)
($21.9)
consistently declined, ($100)
increasingly impacting Rite
Aid’s EBITDA ($200)
− Continued consolidation
among payors
($300) ($284.5)
 EBITDA decline has
accelerated as fewer options ($400) ($369.7)
remain to offset
reimbursement rate pressure ($500)
− Fewer brand drugs going
generic ($600) ($573.2)
− Consolidation among generic
manufacturers negatively ($700)
impacts cost savings ($688.6)

− Significant actions to improve

($800) ($774.9)
costs already reflected in
EBITDA run rate ($827.9)
($900)
FY15 FY16 FY17 FY18

Reimbursement Rate Y/Y Change EBITDA Y/Y Change

Note: Data reflects total consolidated Rite Aid, including discontinued operations.
9
 TRANSACTION FOLLOWS MULTIPLE STRATEGIC ACTIONS IN EVOLVING
MARKET
80% 1/30/17: RAD and WBA agree to amend
merger agreement to lower price, allow more
1/20/17: divestitures and extend time to close
10/27/15: WBA Rumor FTC
60%
announces acquisition of will block 9/18 and 9/19/17: Discussions
RAD WBA with ACI resume; RAD amends
acquisition terms of WBA asset purchase
40%
6/29/17: RAD 2/20/18: ACI/RAD
terminates WBA merger announced
merger; agrees to
3/28/18: HSR
Stock Price Percentage Change

20% alternate transaction

expiration for
to sell assets to WBA
ACI merger

0%

-20%

3/8/18: Cigna
-40% announces 6/28/18:
acquisition of Amazon announces
Express Scripts acquisition of PillPack
-60%

12/3/17: CVS Health

-80% announces acquisition of
Aetna

-100%
10/26/15 2/26/16 6/26/16 10/26/16 2/26/17 6/26/17 10/26/17 2/26/18 6/26/18

RAD CVS / WBA

10
 SIGNIFICANT VALUE UPSIDE FOR RITE AID SHAREHOLDERS
Receiving Greater Ownership Than Contribution
($Billions) EBITDA EQUITY VALUE
(FY Feb. 2019E) (Illustrative)

(1)
$0.6 $2.3
(@ Pre-Ann. Stock Price of $2.13)

(2) Ownership
2.7 7.3 (Assuming all stock election)
(@ 0.5x.Discount to Kroger Multiple)

$3.3 $9.6

19% 24% ~30%

% Contribution

Synergies Provide Significant Value Upside to Rite Aid Shareholders

29.6% $375mm ~6.9x(3) ~$650mm(4)

Rite Aid Run-Rate Weighted Avg. Before
Pro Forma Ownership Cost Synergies Multiple
Revenue Synergies
Source: Public filings.
(1) Pre announcement equity value based on February 16, 2018 stock price of $2.13 and 1.1bn fully diluted shares outstanding.
(2) Based on Kroger FV / FY Feb. 2019E EBITDA as of July 12, 2018 of 7.1x and Albertsons net debt of ~$10.6bn as of Q1 ending June 2018.
(3) Based on weighted average multiple assuming Rite Aid at market (8.0x) and Albertsons at 6.6x (0.5x discount to Kroger multipl e). Rite Aid multiple based on net debt of $2.8bn (inclusive of proceeds
from sale of three distribution centers to WBA).
(4) Includes $400mm one-time cost to achieve synergies on a pro rata basis (~$118mm). 11
COMPELLING STRATEGIC RATIONALE

12
CREATING A LEADER IN FOOD, HEALTH AND WELLNESS

4,868 4,310 $12bn

Stores Pharmacies Own Brands

Highly recognizable banners

Integrated PBM
Platform
40+ million 336,000 Over 4 million lives under
Customers per week Associates management

#1 or #2 $83bn $3.3bn
Share in ~66% of MSAs Revenue(1) Adj. EBITDA(1)
Note: Financial figures add together LTM statistics for Rite Aid and Albertsons Companies per respective latest Q4, other than share in MSA which is an Albertsons figure, and lives under management (Includes Envision Rx
Options).
(1) On June 27, 2018, Rite Aid provided Adjusted EBITDA and net income guidance for its FY ending February 2019. For further information about this guidance, including a reconciliation of the Adjusted EBITDA range to
the net income (loss) range, see the Appendix to this presentation or Rite Aid's Form 8-K dated June 27, 2018. On July 16, 2018, Albertsons provided a financial outlook for FY ending February 2019. For further
information, including a reconciliation of Adjusted EBITDA to operating income, see the Appendix to this presentation or Albertsons’ Form 8-K dated July 16, 2018. Numbers exclude estimated synergies expected
from the transaction. 13
WITH THE ALBERTSONS MERGER, RITE AID’S FINANCIAL PROFILE IS
TRANSFORMED

$ billions (Continuing Operations)

Revenue(1) $22 $83 ~4x larger

Excl. / Incl.
Cost Synergies(5)
Adj. EBITDA(1) $0.6 $3.3 / $3.7 ~6x larger
% margin 3.0% 4.1% / 4.5% Higher margins

Excl. / Incl.
Cost Synergies(5)
Net Debt / Adj. EBITDA(2) 4.8x(3) 4.1x / 3.8x(4) Lower leverage
Expected <2.75x within 36 mos.

Note: Revenue and Adj. EBITDA figures presented are estimates for FY ending February 2019. Rite Aid projected EBITDA is ~$645mm (representing the mid-point of the guidance range) and Albertsons projected EBITDA is
$2,700mm.
(1) On June 27, 2018, Rite Aid provided Adjusted EBITDA and net income guidance for its FY ending February 2019. For further information about this guidance, including a reconciliation of the Adjusted EBITDA range to the net
income (loss) range, see the Appendix to this presentation or Rite Aid's Form 8-K dated June 27, 2018. On July 16, 2018, Albertsons provided a financial outlook for FY ending February 2019. For further information,
including a reconciliation of Adjusted EBITDA to operating income, see the Appendix to this presentation or Albertsons’ Form 8-K dated July 16, 2018.
(2) Rite Aid net debt of $3.0bn as of June 2, 2018 (excluding proceeds to be realized in the future from the sale of three distri bution centers to WBA); Albertsons net debt of $10.6bn as of June 16, 2018. Pro forma net debt
excludes proceeds to be realized in the future, refinancing, transaction costs and $200mm potential cash consideration from cash election.
(3) Based on LTM June 2, 2018 Adj. EBITDA of $635mm.
(4) Based on FY February 2019E EBITDA.
(5) Includes expected full run-rate cost synergies of $375mm that Rite Aid and Albertsons believe can be realized by the end of February 2022, with an associated one-time cost of $400mm. Note this does not include revenue
opportunities.
14
RITE AID’S STRATEGIC POSITION DRAMATICALLY ENHANCED
Creating a Top Five Food & Drug Retailer
Pro Forma LTM Revenue
($ billions)

$300

$186

$123
$112
$83
$72

$22

Pharmacy
Counters 4,640 9,760(2) 2,270 9,430(3) 4,310 1,700(4) ~2,530
Nationwide(1)

Combined company will have significantly improved scale and competitive position

(1) Rite Aid data as of June 2, 2018. Data for other companies based on most recent 10-K filings or Wall Street equity research estimates.
(2) Includes 1,695 pharmacies within Target stores.
(3) Includes 1,932 pharmacies acquired from Rite Aid and pro forma for announced 600 store closures.
(4) Target pharmacies are operated by CVS and are also captured in CVS store count.
15
 BUILDING COMPETITIVE ADVANTAGE THROUGH COMBINATION OF
PHARMACY & GROCERY

Standalone
Pharmacies   
Fresh(1)
  
PBM
 
Drive Up & Go &
Grocery Delivery   
  
Meal Kits in-store
and online
subscription

Loyalty Program    
Pharmacy Counters
Nationwide(2) 4,310 2,270 9,760(3) 9,430(4) 4,640

(1) Includes produce, meat, seafood, deli and bakery.

(2) Rite Aid data as of June 2, 2018. Data for other companies based on most recent 10-K filings or Wall Street equity research estimates.
(3) Includes 1,695 pharmacies within Target stores.
(4) Includes 1,932 pharmacies acquired from Rite Aid and pro forma for announced 600 store closures.
16
MERGER STRENGTHENS RITE AID’S POSITION IN ATTRACTIVE
LOCAL MARKETS
 Overlapping geographic presence creates market leadership in key local markets on East and West Coasts
 Combined company #1 integrated food and drug retailer on the West Coast(1)
 Strong combined position in the Northeast

#1 #2
Seattle #1 Shaw’s
#1
#1 #1
#3
Portland #1 #1 #1
#2 #3
Intermountain
Acme
#1 #3 #2
Eastern
#1 #2 #1 #2
#3 #2
Nor Cal
Jewel Osco
Denver #3 #2
#2

#1
So Cal
#2 #1
Southwest United

#3
Southern

Rite Aid location Albertsons location # Total pharmacy count(2) # Grocery regional rank(3)
Note: Rite Aid information is pro forma for its store divestitures to WBA. The sale of all 1,932 stores under the asset purchase agreement with WBA was completed in March 2018; the transfer of three remaining
distribution centers and related inventory is expected to begin after September 1, 2018. For Albertsons, state of Alaska is part of Seattle operating division and state of Hawaii is part of the Nor Cal operating
division. Grocery regional rank is based on markets in which Albertsons regional chains compete.
(1) Ranked by store count.
(2) Pharmacy share (green circle) based on number of stores vs. competitors in a given state.
(3) Grocery regional ranks (blue circle) based on Nielsen Food Channel analysis data (excluding mass) for calendar Q3’17 across Albertsons’ operating divisions. 17
SOUTHERN CALIFORNIA MARKET ILLUSTRATES EXPANDING
CONVENIENCE IN OUR MOST ATTRACTIVE MARKETS

18
COMBINATION STRENGTHENS OUR PHARMACY PRESENCE IN
IMPORTANT STATES

Total
Pharmacy Counter Pharmacy Counter
State counters Share(1) Counters Share(1) Rank

CA 569 10.4% 945 17.3% #2

PA(2) 614 19.6% 676 21.6% #1

WA 138 13.3% 329 31.7% #1

OR 73 12.9% 182 32.0% #1

(1) Share based on number of pharmacy counters in a given state.

(2) Includes all Philadelphia area CBSAs.

19
SUBSTANTIAL ESTIMATED COST SYNERGIES
$375mm Run-Rate Cost Synergies(1)
($ millions)
Supply Chain &
Manufacturing

Branded
Corporate & Product COGS
Regional Savings
Functions
$25
$40 $90

Marketing &
Advertising,
Insurance, $55
Utilities, Other

$90
$75
Own Brand
Pharmacy Purchasing Penetration &
& Operational COGS Savings
Efficiencies

Rite Aid and Albertsons have proven track records of cost reduction,
integration success and synergy realization
(1) Run-rate cost synergies expected to be realized by the end of February 2022, with associated one-time cost of $400mm.
20
ADDITIONAL OPPORTUNITIES TO DRIVE TRAFFIC AND GROWTH

Incremental Revenue Opportunities of $3.6 Billion(1)

Narrow Approach payors and PBMs to create preferred network

Networks leveraging numerous convenient locations across multiple states
~65% of total
revenue
Network Increase traffic and basket size by rebranding certain pharmacies opportunities
Effect as Rite Aid(2) and merging or cross-offering loyalty programs

Broader Health
Broaden health and wellness value proposition to create an omni-
Value
Proposition channel retail experience

Pharmacy
Enhanced
Leverage Front End capabilities and pharmacy expertise to Customer Grocery
Customer Customer
Experience enhance customer offering

Digital & Creating long term solutions to meet customers where, when and
eCommerce how they want to shop

(1) Expected to be realized by the end of February 2022, with associated one-time costs of $300 million.
(2) Excludes Jewel Osco.
21
FOCUSING ON RELATIONSHIPS WITH OUR MOST VALUABLE
CUSTOMERS
National Pharmacy Brand With More Options Albertsons Rx Customers Spend Significantly
And Convenience For Customers More Than Non-Rx Customers(1)
Spend per transaction
4,310 Pharmacies ~$92
>3.5x
$15bn Annual Combined
Higher total
spend per ~$26
week
Pharmacy Sales(2)

~$66
~325 Health Clinics >2.5x
Higher grocery
spend per
~$24 week

317m Annual Combined

Script Count

Rx customers visit 2.3x per Grocery customer Rx customer

week vs. 0.8x for non-Rx Grocery spend Rx spend

Our nationally recognized pharmacy brand will appeal to preferred networks and drive valuable
incremental pharmacy customers
(1) Based on Albertsons customer data for FY’17 Q3.
(2) Does not include Front End or EnvisionRx sales.
22
RITE AID SHAREHOLDERS BENEFIT FROM ALBERTSONS’ FINANCIAL
MOMENTUM
Albertsons’ Strong Recent Trends FY 2017 – FY 2018E Adj. EBITDA Bridge(2)
($ millions)
 Albertsons’ last two quarters demonstrated
strong sales and EBITDA performance
~$30 $2,700
 Positive identical store sales of 0.6% in Q4- ~$100
FY17 and 0.2% in Q1-FY18(3)
~$170
 Adj. EBITDA up $25mm year-over-year in
Q4-FY17 and $44mm in Q1-FY18, exceeding
Q1-FY18 internal expectations
$2,398
 Own Brands sales penetration up 56 bps to
24% in Q1-FY18

 Since merger announcement, has

outperformed expectations

Albertsons’ FY 2018 Outlook(1)

 Identical store sales growth: 1.5% - 2.0%

 Adj. EBITDA: $2.7bn

 Interest expense: relatively flat

 Effective tax rate: 25% - 27% (excluding

discrete items)

 Capital expenditures: ~$1.2bn

EBITDA Inventory Shrink Incremental Other EBITDA

FY 2017A Improvement Safeway Synergies FY 2018E
Source: Management estimates.
(1) Based on FY 2018E (fiscal year ending February 2019) Albertsons management outlook as reported in Albertsons’ Form 8-K filed with the SEC on July 16, 2018. For further information, including a reconciliation of Adjusted
EBITDA to operating income, see the Appendix to this presentation.
(2) Represents estimates for fiscal year ending February 2019.
(3) Excludes fuel sales. 23
EQUITY ANALYSTS HIGHLIGHT MERITS OF THE TRANSACTION
Enhanced Competitive
Position
“We also think that the omni-
channel platform makes the
business more defensible against
the potential threat of AMZN and
retailers offering delivery services.”
- Cowen, May 15, 2018
“CVS and WBA will face a stronger
competitor as opposed to a share
donor as they have in recent years
with RAD”
- Leerink, Feb 20, 2018
“We think this is a good option for
the remaining pro forma RAD as it
yields attractive synergies, makes
the combined company a stronger
regional player”
- Mizuho, Feb 20, 2018
Note: Permission to use analyst quotes not sought or granted.
Necessary Scale and
Capabilities
“With 4,345 pharmacies post-close, the
combined company will be better positioned,
due to greater scale and broader geographic
presence, to compete for preferred pharmacy
networks. Additionally, the combination of RAD
and ABC provides greater leverage in
discussions with MCK, which could result in
better and/or earlier relief in its drug purchasing
costs.”
- Cowen, May 15, 2018
“We believe the increased scale should provide
additional leverage in negotiations with the
supply chain…. allows the Rite Aid business to
become part of a more diversified business …
allows for a greater opportunity to reinvest
cash flow into the store base. Further, we point
to the ability to leverage a broader footprint in
key markets as it relates to narrow/preferred
network opportunities under EnvisionRx
integrated PBM model.”
- J.P. Morgan, Feb 21, 2018
Strongest Strategic Option
“...this quarter's results reaffirm our belief in the
achievability of the $3.7B in proforma adj.
EBITDA, which includes cost synergies, that mgmt
provided when it announced its acquisition by
Albertsons. We continue to believe that
rationale for the deal makes sense.”
- Cowen, June 27, 2018
“...we view the deal as preferable for Rite Aid
shareholders relative to the company pursuing a
stand-alone strategy.”
- J.P. Morgan, Feb 21, 2018
“We believe there is a low likelihood that others
step in with a competing bid.”
- J.P. Morgan, Feb 21, 2018
“We think the acquisition by ABS is the best
outcome for RAD shareholders, given the
challenges it was facing as a smaller, regional
pharmacy player.”
- Cowen, May 15, 2018
“We do not expect any other bidders for RAD.”
- Mizuho, Feb 20, 2018
24
ROBUST STRATEGIC PROCESS

25
BOARD FOLLOWED THOROUGH PROCESS

Robust Exploration of
 
Extensive Due Diligence

Detailed Vetting of Cost
Strategic Options with on Albertsons and Revenue Synergy
Multiple Parties Projections

Process Conducted with

 
Board Able to Entertain

Reasonable $65mm
Thoughtfulness Under “Superior Proposal”(1) Break Fee Does Not
Guidance of Full Board Significantly Impede
Superior Offer

(1) Note: No additional offers received to date.

26
TRANSACTION GREW OUT OF DILIGENT PROCESS

 Board of Directors met regularly to evaluate strategic alternatives between 2014

through 2018
Strong Process and  Negotiating committee excluded Rite Aid Chairman and CEO, and process
Diligent Execution managed by full Board
 From 2014 through 2018, engaged in discussions with an extensive list of third
parties

 Reviewed several alternatives including:

– Maintaining standalone strategy
Multiple Alternatives
– Acquisitions or business combinations
Reviewed
– Sale of assets or businesses

 WBA merger review and subsequent termination was highly public and
Public and provided other potential interested parties time to emerge, but they did not
Transparent  No bona fide alternative transactions have been proposed since the
announcement of the Albertsons merger

27
SUPPORT THIS VALUE ENHANCING TRANSACTION
 Accelerates Rite Aid’s transformation and improves its ability to compete in a
consolidating and evolving marketplace
Enhanced − Increased scale and density, with an expected $83 billion in sales, improved
Competitive Position Adjusted EBITDA of $3.7 billion(1), diversified profits, reduced leverage and
enhanced strategic position in key markets
− Creates omni-channel ecosystem through integrated pharmacy, grocery and
PBM channels, enhancing ability to serve customers where, when and how
they want to shop

 Robust discussions with multiple third parties over an extended time period
around a range of strategic options for Rite Aid and considered Rite Aid’s
Thorough Review of strategic position as a standalone company
Strategic Options  Process included significant Board oversight and involvement
 Negotiating committee excluded Rite Aid Chairman and CEO
 No superior alternatives resulted from these efforts

 Rite Aid shareholders to own 28.0% - 29.6% stake in a larger combined company(2)
 Rite Aid shareholders’ stake in the combined company exceeds Rite Aid’s relative
Significant Upside for contribution, providing potential to deliver greater long-term value
Rite Aid Shareholders
 Significant additional value from $375 million in expected annual cost synergies
and $3.6 billion incremental annual revenue opportunities expected to be realized
by the end of February 2022(3)

(1) Includes expected full run-rate cost synergies of $375mm that Rite Aid and Albertsons believe can be realized by the end of February 2022, with an associated one-time cost of $400mm. Note this
does not include revenue opportunities.
(2) 29.6% if all shareholders elect stock or 28.0% plus approximately $200 million in cash if all shareholders elect combination of cash and stock.
(3) Associated one-time costs to achieve of $400 million for cost synergies and $300 million for revenue opportunities. 28
Appendix
KEY TRANSACTION TERMS

 For every 10 Rite Aid shares, Rite Aid shareholders will receive either (i) 1 share of
Albertsons plus $1.832 in cash, without interest or (ii) 1.079 shares of Albertsons
Consideration  If all Rite Aid shareholders elect to receive shares plus cash, former Rite Aid shareholders
will own appx. 28.0%(1)

 If all Rite Aid shareholders elect to receive solely Albertsons shares, former Rite Aid
shareholders will own approx. 29.6%

 Albertsons shareholders subject to a 180 day lock-up following merger closing

Albertsons
 Provisions for orderly monetization over at least the 18 months thereafter
Shareholder
 Provisions prohibiting most significant current Albertsons shareholders from
Commitment voting collectively as a block

 Majority of independent directors

 4 directors named by Albertsons (Robert G. Miller (Chairman), Lenard B. Tessler (Lead
Director), Allen M. Gibson and B. Kevin Turner)
Board of Directors
 4 directors named by Rite Aid (John T. Standley, David R. Jessick, Michael N. Regan and
Marcy Syms)
 1 jointly designated independent director (Sharon L. Allen)

 Transaction expected to close in the second half of calendar 2018

Closing  Subject to customary remaining closing conditions, including Rite Aid shareholder
Considerations approval and receipt of regulatory approval from the Ohio Department of Insurance

(1) If all Rite Aid shareholders elect to receive shares plus cash, the pro forma fully diluted number of Albertsons shares will be 392.9 million. 30
THOUGHTFUL MERGER AGREEMENT MITIGATES SHAREHOLDER RISK

STRONG SHAREHOLDER PROTECTIONS IN PLACE

 Merger includes standstill agreement with Albertsons’ largest shareholder, capping
ownership at 30% of combined company
 Provisions prohibiting most significant current Albertsons shareholders from voting
collectively as a block by coordinating the exercise of voting rights, forming a group, or
purchasing common stock from each of the other current Albertsons shareholders until the
earlier of five years or such shareholder owning less than 5% of the combined company
 Six-month lockup for current Albertsons shareholders, with orderly sell-down process in
place thereafter

SIGNIFICANT RITE AID REPRESENTATION ON COMBINED BOARD

 Board to include 9 highly qualified directors, the majority of whom will be independent
 Representation rights for Cerberus fall away with decreased ownership

31
ROADMAP TO COMPLETION

 Hart-Scott-Rodino (HSR) expired March 29, 2018

 Filed definitive proxy statement on June 25, 2018

 Receive regulatory approval from the Ohio Department

of Insurance

 Obtain shareholder approval on August 9, 2018

 Expected to close transaction in second half of 2018

32
ALBERTSONS Q1’18 RESULTS
Commentary Summary Financials
 Total Albertsons sales during Q1’18 increased 1.0% to $18.7bn
compared to $18.5bn in Q1’17, driven by ID sales increase of 0.2% Actual Actual
and higher fuel sales
 E-Commerce sales, including Instacart and Plated meal kits, 16 Weeks 16 Weeks
grew 108% year over year 16-Jun-18 17-June-17 Variance
($ in millions)
 Excluding fuel, Albertsons gross margin during Q1’18 increased 60
basis points year over year, primarily attributable to:
 Improved product mix as higher margin categories including Sales $18,653 $18,460 1.0%
fresh and organic continue to outgrow the rest of the store
 Lower shrink expenses year over year as well as sequentially
 Own Brands penetration increased 56 basis points to 24% ID Sales % 0.2% (2.1%) 2.3%
 Lower advertising costs as the company reduced print and in-
store tag costs
 Albertsons Adjusted EBITDA during Q1’18 increased $44m to Gross Profit $5,171 $5,059 2.2%
$816m or 4.4% of sales compared to $772m or 4.2% of sales in the
same period last year, primarily driven by:
Gross Margin % 27.7% 27.4% 30bps
 Benefit from ID sales of 0.2%
 Improved gross profit
 Realization of cost reduction initiatives and Safeway merger Excluding Fuel 60 bps
synergies
 In Q1, Albertsons continued its disciplined philosophy of managing
Capex, and spent $350M in Capex, or $313M excluding one-time Adjusted EBITDA $816 $772 $44
Safeway integration Capex
 Healthy cadence of 24 major remodels and 2 new stores
Margin % 4.4% 4.2% 20 bps
 Continued focus and Capex spend in technology, E-Commerce,
and automation that positions Albertsons well for long-term
success and competitiveness Capex (Excl.
$313 $382 ($69)
 Strong Q1’18 performance that exceeded Albertsons’ internal Integration)
expectation on Adj. EBITDA, coupled with the remaining Safeway
synergies, cost savings initiatives, and improving ID sales provide
further confidence in achieving Albertsons’ FY’18 outlook

33
ALBERTSONS’ FY’18 OUTLOOK
FY’18 Outlook(1) FY’17 – FY’8E Adj. EBITDA Bridge(2)
($ in millions)
 Albertsons expects continuation of positive ID sales momentum
and ID sales to grow to 1.5% - 2.0% in FY’18
~$30 $2,700
 Albertsons expects continued improvement in its operating ~$100
results and is confident in achieving EBITDA of ~$2,700m, which
is primarily attributable to: ~$170
 $170m of improvement in shrink expense (30 bps), which
had been elevated in part by system conversion activities
 $100m of incremental Safeway merger synergies from DC $2,398
consolidation and elimination of TSA fees paid to
SUPERVALU as the company converts all remaining stores
in Jewel, Acme and associated distribution centers
 $30m of other items include identified cost reduction
initiatives, margin improvement from increasing Own
Brands penetration and fresh mix-shift, partially offset by
union contract, minimum wage and other normal cost
increases
 Albertsons expects to spend ~$1.2bn in Capex in FY’18
 Continue to upgrade its store base by focusing on
remodels and resets, accelerate investment in technology,
E-Commerce, supply chain automation as well as file buys
 Albertsons expect its effective tax rate to be in the range of
25% to 27%, excluding one-time discrete items
 Albertsons expect its interest expense to remain relatively flat
year over year

EBITDA Inventory Shrink Incremental Other (3) EBITDA

FY 2017A Improvement Safeway FY 2018E
Synergies
Source: Management estimates.
(1) Based on FY 2018E Albertsons management outlook as reported in Albertsons’ Form 8-K filed with the SEC on July 16, 2018.
(2) Represents estimates for FY’19E ending February 2019.
(3) Includes offset of union contract, minimum wage and other normal cost increases. 34
RITE AID – RECONCILIATION OF NET LOSS TO ADJUSTED EBITDA
(FY ENDING FEBRUARY 2019 GUIDANCE)

FYE February 2019 Guidance Range

($ in millions) Low High

Net loss ($95) ($40)

Adjustments:
Interest expense 210 210
Income tax benefit (15) (10)
Depreciation and amortization 380 380
LIFO charge 35 35
Loss on debt retirements 15 15
Store closings and impairment charges 40 40
Other 45 45
Adjusted EBITDA $615 $675

Source: Rite Aid's Form 8-K dated June 27, 2018.

35
ALBERTSONS – RECONCILIATION OF NET INCOME TO ADJUSTED
EBITDA

($ in millions) Q1 Ending June 2018 Full Year FYE February 2018

Net income (loss) ($18) $46
Depreciation and amortization 537 1,898
Interest expense, net 255 875
Income tax benefit (3) (964)
EBITDA $771 $1,855
Adjustments:
Integration costs (1) 71 156
Acquisition-related costs (2) 13 62
Equity-based compensation expense 13 46
Net (gain) loss on property dispositions, asset impairment and lease
(40) 67
exit costs
Goodwill impairment -- 142
LIFO expense 10 3
Other (3) (21) 67
Adjusted EBITDA $816 $2,398

Source: Albertsons earnings release dated July 16, 2018 and Form 10K dated May 11, 2018.
(1) Related to activities to integrate acquired businesses, primarily the Safeway acquisition.
(2) Includes expenses related to acquisition and financing activities.
(3) Primarily includes lease adjustments related to deferred rents and deferred gains on leases. Also includes amortization of unfavorable leases on acquired Safeway surplus properties, estimated losses related to the security
breach, changes in our equity method investment in Casa Ley, fair value adjustments to CVRs, foreign currency translation gains, costs related to our initial public offering and pension expense (exclusive of the charge
related to the Collington acquisition) in excess of cash contributions, gain / loss on interest rate and commodity hedges, gain / loss on debt extinguishment, and facility closure and related transition costs.
36
ALBERTSONS – RECONCILIATION OF OPERATING INCOME TO
ADJUSTED EBITDA (FY ENDING FEBRUARY 2019 GUIDANCE)

FYE February 2019 Guidance Range

($ in millions) Low High
Operating income $475 $550
Adjustments:

Depreciation and amortization 1,900 1,890

Acquisition and integration costs (1) 155 145

Equity-based compensation expense 45 40

Other adjustments (2) 105 95

Adjusted EBITDA $2,680 $2,720

Source: Albertsons Form 8-K dated July 16, 2018.

(1) Primarily includes forecasted costs related to integration of acquired businesses, acquisitions and amortization of management fees paid.
(2) Primarily includes forecasted LIFO expense and lease adjustments related to deferred rents and deferred gains on leases and estimated net costs incurred on acquired surplus properties. 37